Trying to find some clever way of segmenting buying behaviour within the cycling market for a colleague developing a new business concept, I half-jokingly suggested we could measure attitudes to spending on a scale where one end was represented by Rapha and the other end Planet X.

Then the more I thought about it, the more I realised that perhaps my mad idea held more than a grain of truth, and the two brands do in fact occupy completely opposite ends of the price spectrum.

Rapha is a brand that so desperately wants to be seen as niche and elitist that it almost hurts, and I suspect the overblown prices are very much part of its appeal to a certain type of customer. While I don’t doubt its products are high quality, well-designed and built to last, I do have trouble believing they are 7 or 8 times better than the competition, which is what some of the pricing implies.

Planet X on the other hand trumpets no nonsense prices and its website and stores are replete with some astonishing deals. In fact they first came to my attention through one of their clearance sales, when I picked up a pair of my favourite Vittoria Corsa tyres for £9.99 each instead of the rrp of £49.99. Everyone loves a bargain, right?

But it’s not just the product and price positioning that sets Rapha and Planet X apart, they also seem fundamentally different on many other levels.

Take the brand names for a start: Rapha sounds like a somewhat louche, semi-successful, minor British film star. One of those slightly posh, thespian gentlemen with limited acting ability, who carefully manage to just about play themselves for most roles and manage to retain celebrity B-list status only by dint of constant tabloid headlines earned for all the wrong reasons.

On the other hand, where do you begin with Planet X? It’s a corny, half-baked, creaky, black and white Sci-Fi movie that wants to achieve “so bad it’s good” cult status and cool, but is just ultimately cheesy and unremittingly nerdy.

Whenever I see the Planet X logo I automatically make this unfortunate association…

Rapha borrows heavily (some would say steals cynically and unashamedly) from the iconic heritage of vintage, continental cycling, the epic pain and suffering of cycling’s classic races and hardmen racers, all shot in black and white: straining bodies, serious faces and nary a smile to be seen. It’s such an overly-serious, po-faced approach – where’s the fun and the joy that’s so inherent to cycling?

This is a mythological version of cycling as it never was, all suffering and gladiatorial combat – and to me it’s so obviously a parody and fake in its own right that I’m surprised it’s still being parodied by others – and all without even the slightest whiff of irony.

Planet X on the other hand is all gruff, straight talking, down to earth stuff. A spade will always be a spade, never a lovingly hand-crafted, ergonomically designed earth shearing, turning and excavation tool, forged from high impact, low carbon tensile steel with a close-grained, oiled and carefully pollarded English yew shaft that’s been lovingly nurtured to maturity in the ancient and Royal Forest of Dean. Phew! And breathe. Planet X is the Ronseal of the cycling world – doing exactly what it says on the tin.

Rapha colours are unremittingly flat and dull, relying heavily on over liberal and much imitated use of black (as the new white, brown, grey, orange, black etc. – just delete as appropriate). They are minimalist to the point of bland. Their signature; the single, contrasting coloured band on the sleeve, leg or whatever, no longer looks clever to me (was it ever?) – just strangely unimaginative and rather tired looking. Your mileage, of course, may vary.

Planet X designs on the other hand have none of the studied cool of Rapha and tend toward the garish and over-the-top – check out their Carnac team kit and bikes as a prime example.

Carnac team kit – you can’t say it’s not distinctive.

Once stalwarts of the British pro scene via the RaphaCondor outfit, Rapha have moved up to the big time and are now the kit providers of choice to the elite of the elite pro teams, the one with allegedly the biggest budget in the peloton, and a team that is perhaps as divisive as the Rapha brand itself.

You don’t have to stray too far into the troll infested backwoods of the Internet to find that Sky are unremittingly seen as the bad guys, sucking the soul out of cycling through (shock! horror!) meticulous planning, innovative methods, spending as much budget as they can prise out of sponsors hands, employing the most talented riders, structured training, organisation, attention to detail and riding to their strengths, (all ladled with lashings of dark, innuendo about cheating and drug-taking.)

Rapha themselves have managed to take one of the duller team kits in the pro ranks and somehow make it even more boring and bland, (or understated, cool and minimalist, depending on your own point of view.) Oh, and then they’ve added those shudderingly hideous national flags to the sleeve cuffs for good measure … well, only one sleeve cuff, obviously.

There may be people out there who like this – but I’m not one of them.

Planet X on the other hand are unheralded sponsors of a host of domestic, young, up-and-coming, teams and individuals, kids, men and women, all flying pretty much under the radar, all in real need of support. They appear to do this with the sole intent of nurturing the grass-roots of the sport, although, if they’re really clever, perhaps they might be able to squeeze some small marketing return out of their investment.

Rapha are the perfect, text book example of how to build a premium, niche brand and as a marketing man I should be much, much more appreciative of their tight control over product and image and how they’ve created a brand with a real and enduring cachet. Their heritage may be at best overstated and at worst manufactured – but it’s obviously working for them and their target market.

There’s a lot to admire about Rapha – they are a relatively young, dynamically growing, internationally recognised and highly successful British brand that is seen as world leading and is much loved and valued by the only people who actually matter – their customers. I’m sure on many levels their devotees (Raphalites in my jargon) enjoy the scorn of their detractors as much as the product and brand image they are actually buying into.

From the outside Planet X sometimes appear a bit disorganised and all over the shop, willing to jump at any opportunity and conveying the wiles and opportunism of a wheeler-dealer market trader, a Del Boy made good? They appear content to be seen as bumbling along with no particular destination in mind and without any kind of blueprint for world domination.

It’s difficult to imagine anyone actually coveting a Planet X product, and if they do the value for money pricing means it’s an itch that’s fairly easily scratched. Many, many people however will be more than happy to buy and use and endorse their products wholeheartedly.

Both companies have owners who profess a love of cycling, but for Simon Mottram of Rapha it’s the pure and unalloyed love of road racing. His avowed aim is to promote the sport he loves, and he wants it to be as big as football. It’s an interesting point of view, but I’m not sure it’s remotely attainable, or more importantly, even the least bit desirable.

“I think road cycling is the most beautiful sport in the world, and the toughest sport in the world, and I think it should be the biggest sport in the world. I think more people should do cycling than watch football.” (Photo from Cycling Weekly)

I also struggle to forgive him his man-crush on Marco Pantani, who Mottram sees as a tragic icon of style(!) and the epitome of cool, while I just think of him as a fragile, ungainly, rocket-fuelled cheat, deserving as much approbation as a certain gentleman from Texas.

On the other side of the coin, Planet X is owned and run by Dave Loughran. A bit of a mongrel in terms of cycling background, first and foremost a triathlete, and then a mountain biker who has dabbled in dirt bikes, mountain bikes, fixies, or anything else that’ll turn a profit. By all accounts Loughran is an abrasive, hard-nosed, salesman and a bit of a wheeler-dealer who admires Mike Ashley of all people.

This is a man with (judging purely from what I’ve read, you understand) so many traits I don’t admire that I can’t say I have an interest in meeting him and I certainly can’t imagine myself ever working for him. Despite this he’s made a good impression on me (ironically in an excellent article written by Jack Thurston in Rapha’s “corporate” magazine Rouleur) and I’m really interested in seeing what he does next. It was while being interviewed for this article that, almost in an aside about business growth really stuck and resonated with me.

I can remember way back in my university days trying to write a Marketing Communications assignment and weave into it the universal truths of Nietzche’s writings and the startling insight of W B Yeats poetry, wrapped around a lengthy discourse on the largely unreported hijacking, total control and manipulation of the free press by the military during the American invasion of Grenada. (Pretentious. Moi? Look there’s only so much you can write about J.K. Galbraith, Drucker or Kotler without becoming deathly boring to yourself and, surely your tutors too…)

Around this time I unerringly stumbled across a lecture by E.P. Thompson which either coloured my thinking, or simply gave life to already ingrained beliefs. Thompson argued that the establishment controls the frame of reference in which all the political discourse takes place and stifles true debate so that, for example, it becomes a very narrow argument about which political party can best deliver economic growth and never an exploration of whether the blind pursuit of growth is actually necessary, or in the best interests of the country and its populace.

He likened this to a car, “bumming down the motorway with an accelerator pedal, but no steering … we rush on, faster or slower, but can’t take exits, go somewhere else, or even stop and turnaround.”

In 30 years of working for and on behalf of dozens, if not hundreds of businesses, both massive and micro, corporate conglomerates to Mom & Pop family-run affairs, I’ve seen the same single-minded, determined obsession with growth and never yet encountered an organisation that strayed far from the strategy of making as much money and profit as humanly (and occasionally inhumanely) possible.

Every business and many other types of organisation too, seem to have a default setting that says they have to measure themselves purely on financial performance. Year on year they set themselves bigger and bigger growth targets, regardless of whether this is necessary or actually in their best interests, regardless of the mental and physical well-being of the workers and the management and ignoring if this will actually improve what they deliver to their customers.

Now, many, many years later I’ve actually found a successful business man with a different view and judging from the articles, growth for growth’s sake also seems to be a bit of a bugbear for Loughran too.

He’s quoted talking about the plans to sell off his company, “All I’ve had for the last three years is ‘what’s our growth plan’: growth, growth, growth, how are we striving for growth? Growth became a number. We grew phenomenally in the last year and it became a pressure cooker of: ‘How do we build 300 bikes a week, how do we build 350, how do we build 400?’ It was all because my management team was driving for a buy-out and they had to show to all the vulture capitalists a £10, £15, £20, £25 million success story”.

And then he capped it all with this piece of what sounded like very heartfelt, hard-won wisdom. “We can build 300 bikes a week now and everyone can have a great life and the mechanics don’t have any pressure and we can have good availability. If we strove for 500 bikes a week we wouldn’t have the supply chain, everybody would hate each other, it wouldn’t be a nice company.” (My emphasis).

He then went on to talk about setting up an employee share ownership system that will eventually mean the company is co-owned by staff and an independent trust set up to safeguard the workforce. Sounds great – I’ll be watching.

And there you have it, a very rambling discourse on why I’m more interested in what Mr. Loughran does next, rather than Mr. Mottram’s next step toward world-domination. It’s also one reason why I’m more X-traterrestrial than a Raphalite – you see it isn’t just because I’m as tight as a wallaby’s sphincter.